Contingency theories of leadership are powerful. Leaders find themselves in variety of situations that are much too complex to be addressed by one-size-fits-all solutions. Therefore, an effective leader must adjust his actions to fit the situation. Adaptation of leader behavior to fit the situation is the basis of contingency theory. Some refer to this adaptation as “situational leadership” which is reasonable, but somewhat inaccurate since that term has been adopted to refer to one particular contingency theory.
One of the worst things a leader can do is to adapt ethical standards to situations to avoid acting in integrity. This will undermine trust and destroy the leader’s influence. But adapting leadership style to fit a situation is very different. What leader would treat an intern the same as a seasoned professional. Either he will overwhelm the intern or annoy the professional with senseless hovering and micromanagement. In a crisis a leader may give crisp orders with an expectation of unquestioning obedience. Buy if he tries to operate in this mode every day, he will likely find most reluctant follower (or perhaps no followers).
A good leader will adjust leadership style to accommodate many factors including:
- the maturity of the individual or team being led
- the quality of the relationships in the team or organization
- the structure of the task performed
- the intrinsic motivation of the team or organization members
A love leader applies contingency theory. To refuse to take the effort to determine an appropriate leadership style for each situation is not love; it is indifference.